Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
STATIK is a repeatable (and humane) way to get started with Kanban and a way to reinvigorate existing implementations. This deck was extracted from a workshop given at Lean/Agile Scotland 2014.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
STATIK is a repeatable (and humane) way to get started with Kanban and a way to reinvigorate existing implementations. This deck was extracted from a workshop given at Lean/Agile Scotland 2014.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Cost of Delay: An Economic Approach to Decision MakingRoger Turnau
Cost of Delay is a lightweight approach to feature and product prioritization that asks a simple question: how much does it cost you not to have something? Reinertsen has said that Cost of Delay is the most important thing to quantify when producing a product. Great, but how do you start? How do you assign a dollar amount to something you have not built yet? How do we make sure that our teams focus on building the most important thing right now? This talk will give you the tools you need to understand Cost of Delay, as well as a set of techniques, from simple proxies to more sophisticated real-dollar analyses to help you understand the impact of delays on your organization.
Understanding the Agile Release and Sprint Planning Process John Derrico
How to easily understand the agile release and sprint planning process. Simple diagrams based on six sigma principles to clearly convey the goals of the planning process including the understanding of the customers as well as the inputs and outputs required for Agile Release and Sprint Planning ant tactics for success.
Kanban vs Scrum: What's the difference, and which should you use?Arun Kumar
Originally presented at the 207 Lean Transformation Conference, this presentation provides a practical introduction to Scrum, particularly for public sector employees, and guides you to deciding whether Kanban or Scrum will work best for your teams and projects.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Cost of Delay: An Economic Approach to Decision MakingRoger Turnau
Cost of Delay is a lightweight approach to feature and product prioritization that asks a simple question: how much does it cost you not to have something? Reinertsen has said that Cost of Delay is the most important thing to quantify when producing a product. Great, but how do you start? How do you assign a dollar amount to something you have not built yet? How do we make sure that our teams focus on building the most important thing right now? This talk will give you the tools you need to understand Cost of Delay, as well as a set of techniques, from simple proxies to more sophisticated real-dollar analyses to help you understand the impact of delays on your organization.
Understanding the Agile Release and Sprint Planning Process John Derrico
How to easily understand the agile release and sprint planning process. Simple diagrams based on six sigma principles to clearly convey the goals of the planning process including the understanding of the customers as well as the inputs and outputs required for Agile Release and Sprint Planning ant tactics for success.
Kanban vs Scrum: What's the difference, and which should you use?Arun Kumar
Originally presented at the 207 Lean Transformation Conference, this presentation provides a practical introduction to Scrum, particularly for public sector employees, and guides you to deciding whether Kanban or Scrum will work best for your teams and projects.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Do teams really need a backlog? Large backlogs are often wasteful -- they are difficult to groom and manage, difficult to prioritise and difficult to keep track of everything going on. By limiting WIP at the portfolio level, deferring commitment to the last responsible moment, and tracking lead times at an MMF level, we may be able to hack backlogs that are so small, that we can get rid of them altogether.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
La gestion visuelle Kanban - Daniel DoironAgile Montréal
A) Est-ce que votre gestion du risque est rassembleuse, ouverte sur la discussion, qualitative, visuelle, peu couteuse, rapide et supportant plusieurs taxonomies ?
Arrêtez les approches quantitatives en matière de gestion des risques qui sont souvent trop subjectives et non agiles.
B) Vos indicateurs de gestion ont-ils une valeur prédictive sur vos performances à venir? Sont-ils simples, pertinents, visuels et se génèrent automatiquement?
Si une approche basée sur la pensée scientifique des Edwards Deming, Eli Goldratt, Peter Drucker vous intéresse, alors vous serez plus efficace à identifier les systèmes globalement saturés, les systèmes localement saturés et les sources de variabilité de vos processus. Et vous aurez des solutions en main!
Votre avantage: Une fois ces concepts connus, vous n'aurez besoin d'aucun budget ou permission pour rayonner tout autrement en matière d'agilité au sein de vos équipes.
Daniel Doiron est conférencier international en matière de Kanban pour la SCRUM ALLIANCE et le LEAN KANBAN UNIVERSITY. En 2015 et 2016, il aura visité Miami et Shanghai pour ces deux organisations. Daniel a récemment contribué à la nouvelle bible Kanban écrite par David Anderson et Andy Carmichael, et sa contribution a été reconnue dans l'ouvrage. Le livre 'Essential Kanban Condensed' est disponible gratuitement sur le web et pave la voix au chemin alternatif vers l'agilité au 21ième siècle. En parallèle, Daniel s'affère à améliorer certains concepts de coaching propres à Kanban et à revisiter les paradigmes en matière de fluidité des idées. Daniel est dispensateur de formation LEAN KANBAN et Management 3.0 et opère à partir des Etats-Unis.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
Key note - Lean Kanban Central Europe 2012 - Managing a Risky Business - Unde...David Anderson
Using Kanban to improve Risk Management inside creative knowledge worker industries. This talk takes a first look kanban system liquidity as a measure of predictability and reliability of service delivery. [The liquidity section of this talk was updated and improved at Lean Kanban North America 2013]
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Leadership Ethics and Change, Purpose to Impact Plan
Kanban & ESP - When are they appropriate?
1. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban &
Enterprise Services Planning
When are they appropriate?
David J. Anderson
LeanKanban India
December 2015
2. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Understanding Options for
Improvement
3. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban’s Service Oriented Agenda
9. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
, disruptive
& speculative demand
We use Enterprise
Services Planning
to analyze risk
across demand for
work and respond
with suitable
scheduling,
sequencing,
demand shaping,
& capacity
allocation
10. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness
for the use of kanban systems
11. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
My motivationfor adopting
kanban systems was to
prevent muri, control mura
and encourage an evolutionary
approachto change
Overburdening
Variability in Flow
12. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness Question #1
Does your process suffer from
overburdening or
variability in flow?
13. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
What causes unevenness?
1. Non-instant availability of specialist skills or
collaborators
2. Information fails to arrive before it is needed
3. Hidden/Implicit classes of service that cause work
to be interrupted to process other work
4. Variety in work (complexity & size)
5. Changing priorities related to variety in risks
associated with work (e.g. cost of delay)
6. Capacity constrained specialist skilled workers or
other resources (e.g. test environments)
14. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Are any of these present in your work
environment?
15. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban may be appropriate for you!
16. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban is unnecessary where demand never
exceeds capability and flow is smooth and
never interrupted!
If conditions of overburdening
or unevenness in flow exist or
are likely to then use of a
kanban system may be an
appropriate choice
17. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness Question #2
Would your process benefit from
deferred commitment?
18. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
When is deferred commitment useful?
1. Future market, economic, political conditions or
customer tastes or demands are uncertain
2. Demands, priorities, or schedules may change
3. There is an existing high abandonment or discard
rate of ideas or requests
4. There is a high abort rate of committed work
5. There is a high rework rate or high level of failure
demand
6. Work is delivered but ignored or never used
19. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Are any of these present in your work
environment?
20. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban may be appropriate for you!
21. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban is unnecessary where demands and
expectations never change, ideas are never
discarded, work aborted or obviated
If conditions of uncertainty in
the external environment exist
then use of a kanban system
may be an appropriate choice
22. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
In developing the
Kanban Method, a change
management approach that uses kanban
boards & kanban systems to provoke change,
we are enabling the emergenceof
leaner service delivery organizations
23. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness
for the Kanban Method
24. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Daniel Kahneman has given us a simple model for
how we process information
Daniel Kahneman
System 1
Sensory Perception
Pattern Matching
System 2
Logical Inference
Engine
Learning by
Experience
Learning
from theory
FAST
But slow to learn
SLOW
But fast to learn
25. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
How we process change…
Daniel Kahneman
Silicon-based
life form
Carbon-based
life form
I logically evaluate
change using System 2
I adapt quickly
I feel change
emotionally using
System 1
I adapt slowly
26. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Adopting new processes challenges people
psychologically & sociologically
New roles attack identity
New responsibilities using new
techniques & practices threaten
self-esteem & social status
Most people resist most change
because individually they have
more to lose than gain
It is safer to be conservative and
stick to current practices and
avoid shaking up the current
social hierarchy
Only the brave, the reckless or
the desperate will pursue grand
changes
27. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
The Kanban Method…
Rejects the traditional approach
to change
Believes, it is better to avoid
resistance than to push harder
against it
Don’t install new processes
Don’t reorganize
Is designed for carbon-based
life forms
Evolutionary change that is
humane
28. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
The Kanban Method…
Catalyzes improvement through
use of kanban systems and visual
boards*
Takes its name from the use of
kanban but it is just a name
Anyone who thinks Kanban is
just about kanban (boards &
systems) is truly mistaken
*also known as "kanban" in Chinese and in Japanese when written with Chinese characters
29. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Water flows around the rock
“be like water”
the rock represents resistance
30. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban should be like water*
In change
management,
resistance is from the
people involved
and it is always
emotional (system 1)
To flow around the
rock, we must learn
how to avoid
emotional resistance
* http://joecampbell.wordpress.com/2009/05/13/be-like-water/
31. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness Question #3
Are people likely to resist change
emotionally, rejecting forced
changes to their identities?
32. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Traditional Change is an A to B process
A is where you are now. B is a destination.
B is either defined (from a methodology definition)
or designed (by tailoring a framework or using a model based
approach such as VSM* or TOC TP**)
To get from A to B, a change agency*** will guide a
transition initiative to install B into the organization
***either an internal process group or external consultants
Current
Process
Future
Process
Defined
Designed
transition
* Value stream mapping, ** Theory of Constraints Thinking Processes
33. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
What change really feels like:
The J Curve
34. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
What change really feels like:
The J Curve
Safety!
35. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
What change really feels like:
The J Curve
Patience!
36. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Start with what you do now
The Kanban Method evolved with the principle that
it “should be like water” - enable change while
avoiding sources of resistance
With Kanban you start with what you do now, and
"kanbanize" it, catalyzing the evolutionary process
into action. Changes to processes in use will occur
Evaluating whether a change is truly an
improvement is done using fitness criteria that
evaluate an external outcome
37. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Fitness criteria are metrics that measure
observable external outcomes
Fitness criteria are metrics that
measure things customers or
other external stakeholders value
Delivery time
Quality
Predictability
Safety (conformance to regulatory
requirements)
or metrics that qualitatively
assess actual outcomes such as
customer satisfaction
employee satisfaction
38. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Evolutionary Change May Be Enough
Evolutionary change can often
deliver dramatic improvements in
key fitness metrics such as lead
time, quality, & delivery rate
39. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Evolutionary change has no defined end point
Evolving
Process
Roll
forward
Roll
back
Initial
Process
Future process is
emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evalua
Fitnes
We don’t know the
end-point but we do
know our emergent
process is fitter!
40. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Evolutionary change with
many small J’s
Fitness
Time
41. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Appropriateness Question #4
Is your boss a revolutionary?
42. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Not every senior leader is a revolutionary
The last thing IBM
needs now is a
new strategy
43. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
But many feel the need
to shake things up and leave their mark
Carly Fiorina
We need to buy
Compaq!
Go big or go home!
44. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Your boss may
lack the patience
to wait for an
evolutionary
approach to
improvement to
take effect
54. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Change kanban
system design
(policies) to catalyze
(or probe) for desired
emergent outcomes
55. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Ecosystems of
interdependent
professional services
(such as software product
development)
exist in all 3 domains
56. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
ESP & Kanban are
designed to work
across all 3 domains
57. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban is unlikely
to be useful in the
Chaotic domain
59. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban & ESP
For broad application as a service delivery workflow
overlay to control “mura” and eliminate “muri” &
enable deferred commitment
For broad application as a management system
enabling adaptive capability and emergent “fitness
for purpose”
Most useful where demand can be treated as a pool
of options and can be shaped using risk
management, marketing strategy and strategic
planning
60. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban & ESP
Kanban systems for appropriately categorized
Obvious Domain problems
ESP risk assessment, scheduling, sequencing, risk
hedging algorithms for analyzed Complicated
Domain problems
Kanban Cadences coupled to model-driven
improvement techniques, and an awareness of the
psychology, social psychology & sociology of the
workplace for Complex Domain problems
61. Copyright Lean Kanban Inc.dja@leankanban.com @LKI_dja
Kanban is for evolutionaries
Kanban may be
just what I need!
I don’t have time for
this! Kick ass, take
names & get it done!
Carly Fiorina
63. Copyright Lean Kanban Inc. dja@leankanban.com @LKI_dja
About
David Anderson is an innovator in
management of 21st Century
businesses that employ creative
people who “think for a living” . He
leads a training, consulting,
publishing and event planning
business dedicated to developing,
promoting and implementing new
management thinking & methods…
He has 30+ years experience in the high technology industry
starting with computer games in the early 1980’s. He has
led software organizations delivering superior productivity
and quality using innovative methods at large companies such
as Sprint and Motorola.
David defined Enterprise Services Planning and originated
Kanban Method an adaptive approach to improved service
delivery. His latest book, published in June 2012, is, Lessons
in Agile Management – On the Road to Kanban.
David is Chairman & CEO of Lean Kanban Inc., a business
operating globally, dedicated to providing quality training &
events to bring Kanban and Enterprise Services Planning to
businesses who employ those who must “think for a living.”
The reason: people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
The reason: people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
New roles attack their identity.
New responsibilities using new techniques & practices attack their self-esteem and put their social status at risk
Statistically, most people resist most change because individually they have more to lose than to gain. Probabilistically, it is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy. Only the brave or the reckless will pursue grand changes.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working. It does this because it is better to avoid resistance than to push harder against it.
The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working. It does this because it is better to avoid resistance than to push harder against it.
The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visualization. It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement.
A key teaching in Bruce Lee’s philosophy that adapted from Taoism, is "to be like water". Water flows around the rock. The rock represents resistance - in fighting, the resistance is from the opponent. In Kanban, the rock represents resistance to change.
In change management, resistance is from the people involved and it is always emotional.
To flow around the rock, we must learn how to avoid emotional resistance.
Traditional change is an A to B process. A is where you are now. B is a destination. B is either defined (from a methodology definition) or designed (by tailoring a framework).
To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.
*either an internal SEPG or external consultants
The Kanban Method evolved with this principle in mind. That we must discover a way that enabled change while avoiding invoking sources of resistance - even better if we could motivate the people involved to advocate for the changes required.
With Kanban you start with what you do now, and "kanbanize" it, catalyzing the evolutionary process into action. Changes to processes in use will occur and evaluating whether a change is truly an improvement can be done using fitness criteria that evaluate the external outcome.
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
Traditional change is an A to B process. A is where you are now. B is a destination. B is either defined (from a methodology definition) or designed (by tailoring a framework).
To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.
*either an internal SEPG or external consultants